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Successful Strategies for Physician EngagementAndrew Agwunobi MD. MBA

May 10, 2018

THIS PRESENTATION CONTAINS INFORMATION FROM BERKELEY RESEARCH GROUP, LLC WHICH IS CONFIDENTIAL.THE INFORMATION IS INTENDED FOR THE SOLE USE OF THIS PRESENTATION

AND SHOULD NOT BE REDISTRIBUTED WITHOUT BERKELEY RESEARCH GROUP, LLC’S EXPRESS WRITTEN CONSENT.

Step 1: Seek “Ownership” Not Just Engagement

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Communication

DISENGAGEMENT ENGAGEMENT EMPOWERMENT OWNERSHIP

Shared Decision Making (Co-leadership)

Step 2: Bust The Myths

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Step 3: Understand The Simultaneous Positions

Physicians Occupy Within Your Organization

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Partners

Customers

“Employees”

ENGAGEMENT

ENGAGEMENT

ENGAGEMENT

Co-leaders

Physician-Patient

Unit

Independent

Employees

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2

3

PhysicianPatient

The physician-patient unit

Lab/imaging Support

Case Management

Equipment/facilities Support

Pharmacy Support

Scheduling Support

Nursing/staff Support

Customer service

Education

Physicians are Customer as Much as Your Patients

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•“Effort will allow for capital and operational improvements”

Uninspiring

• “Effort will benefit children in Atlanta”

better• Effort will

ensure “All children admitted to hospital in Atlanta will have the same level of care-that of a top 10 children's hospital.”

Higher Order

COMMUNICATE

Step 4: Launch a Physician Engagement Campaign

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Articulate the Burning

Platform for Engagement Articulate a

Compelling Vision &

Step 5: Launch a Cost-Quality Campaign

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Executive Sponsors

(CEO, CFO or COO)

Executive Steering Committee (ESC):

Senior Executives & Key

Physician Leaders

Single Specialty

Multidisciplinary

Workgroup

Clinical Steering Committee (CSC)

(CMO, CNO, Physician Leaders of Departments and Service Lines)

Single Specialty

Multidisciplinary

Workgroup

Single Specialty

Multidisciplinary

Workgroup

Single Specialty

Multidisciplinary

Workgroup

Single Specialty

Multidisciplinary

Workgroup

Focusing on Initiatives to Simultaneously Reduce

Costs and Improve Patient Care

Examples

• ICU Length of Stay

• Unnecessary Consults

• Unnecessary Imaging and labs

• Potentially Avoidable Conditions

• Blood Utilization

• Palliative Care

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The Approach to Data with Physicians

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1. Engagement is not “all about the data.”

2. Set the Right Expectations about

shortfalls in the data.

3. Help them to own the data.

4. Make it mineable in real-time.

5. Explain everything!

Example: Large Academic System

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APR-DRG 221 – Major Small & Large Bowel Procedures

5 Procedures Analyzed for Opportunity

1) Lap Hemicolectomy

2) Open Hemicolectomy

3) Lap Sigmoidectomy

4) Open Sigmoidectomy

5) Partial Small Bowel Resection

Identified:

• Variation in potentially preventable complications

• Overutilization of ICU, routine CXRs, and TPN

• Opportunity to reduce ALOS.

Outcome: Surgeons decided to adopt evidence-based practice pathways for the 5 procedures.

Total Opportunity Identified = $631,000

Effort Co-leadership by 7 Surgeons

Step 6: Launch a “Physician Business Empowerment”

Campaign

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Conclusion: Physician Engagement is About Co-leadership

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John Herrell, Chief administrative Officer of Mayo Clinic from

1993-2001, Management Lessons from Mayo Clinic.

Mayo Clinic

“…What differentiates Mayo Clinic is the structure that makes the

physician accountable for what happens throughout the

institution. If the institution fails, the physicians have only

themselves to blame. This fact affects physician behavior at Mayo

Clinic in a positive way. They must keep the institution’s interests

in mind because those interests are aligned with their own.”